Being the Boss

Gus Jenkins had never been a superintendent, nor had any training in turf maintenance, before buying Oak Hill Golf Course and naming himself to the position 20 years ago.

But he had spent his early years farming. And armed with that experience, a University of New Hampshire degree in hotel management and many years in Marriott management, he felt ready to lead the grounds department at the nine-hole Meredith, N.H., operation.

“I knew how to grow things,” says the 46-year-old, who served on the New Hampshire Golf Course Superintendents Association (GCSA) for two years. “I picked the brains of as many qualified people as I could find and joined the New Hampshire GCSA, which was very helpful.

“Being a superintendent is largely common sense and being willing to get your hands dirty, just like farming, except your crop is grass instead of food. I’ve made mistakes along the way. But it basically comes down to getting the turf enough water, food and sunlight.”

His was an easy transition from employee to owner, Jenkins says. Budgeting is a similar exercise in the hospitality and golf business. He had experience in revenue generation with Marriott, although he could see that might be a difficult concept to grasp for someone who had always been in control of a cost center, as are most superintendents.

“The hardest thing for me,” he says, “was stepping back and letting others do what I had always done. Delegating responsibilities is challenging for me.”

Harry Page built Oak Hill in 1962 as a working man’s course with push-up greens and tees. The tractor Page originally used to mow fairways was still in use when Jenkins arrived on the scene in 1990. The 1960s-era gang reels are still used today.

When he first arrived, Jenkins wanted to change everything - the design, number of holes, clubhouse. But he soon realized one of the keys to success, which has proved especially beneficial in this difficult economy, is finding a niche and staying true to it. He realized the product he had and what kept people coming back was just old-time, affordable golf.

Jenkins describes Oak Hill as a mom-and-pop operation. He works on the grounds and his wife supervises the clubhouse. The nine-hole track flies under the radar compared to some of the more high-profile clubs in the area, he says. There are nine courses within four miles but just two are nine-hole layouts - Lakeview Golf Course and Oak Hill. The rest are 18. Many regulars love Oak Hill and the average two hours it takes to play.

“We have no fairway irrigation and we pull hoses where we need them,” Jenkins says. “We charge $14 for nine holes and $21 for unlimited play. We have a few golf carts but most people use three-wheeled push carts. They come here to play a couple hours of golf and eat my wife’s food.

“We have a Friday night pick-up league with about 40 regulars and there is just one rule - no serious golf allowed. Everyone has a great time - husbands, wives, friends and strangers. Members and regulars come from all socioeconomic backgrounds and enjoy playing together.”

Oak Hill generates too little income to support a family of four, so Jenkins drives an oil truck in the winter. “That’s an absolutely wonderful time,” he says. “I don’t have to think or worry about much of anything.”

Jenkins believes superintendents are more important than golf pros. Without superintendents there is no product for the pro to sell. The skills learned as a superintendent are valuable used in ownership, so he encourages fellow superintendents to become owners.

“The nice thing about being an owner is not having to obtain anyone else’s approval on business and other decisions,” he says.